Description
Solution
Unethical Behavior in the Workplace
An example of unethical behavior could involve favoritism in recruitment. A hiring manager might deliberately favor a friend or relative for a position despite other candidates being better qualified. This not only breaches fairness but also undermines merit-based hiring (MSPB, 2024). It violates the ethical principle of fairness and impartiality in the recruitment process. Such actions could lead to resentment among employees and lower morale, as the decision is driven by personal interests rather than the organization’s best interests.
If I observed this unethical behavior, I would first gather concrete evidence, such as emails or records of interviews, to support my concern. I would raise the matter to my line manager through a confidential meeting, following the organization’s whistleblowing policy. This approach ensures that the issue is addressed appropriately while protecting my identity. If the manager fails to act, I would escalate the concern to the HR department or another relevant authority, ensuring that my actions align with the organization’s code of ethics.
Contravention of UK Legislation
An example of contravening UK legislation is failing to provide employees with the minimum wage as mandated by the National Minimum Wage Act 1998 (GOV.UK, 2024). Suppose I discover that certain employees are being paid below the minimum wage, which directly violates the law. This issue could lead to legal repercussions for the organisation and cause significant hardship for the affected employees.
In such a case, I would address the issue by first reviewing payroll records and documenting any discrepancies to ensure clarity. I would then approach my manager and explain how this violates the National Minimum Wage Act. If the issue is not resolved promptly, I would escalate it to HR or the legal department, following the company’s grievance procedure. Should internal mechanisms fail, I would report the matter to external authorities like the Advisory, Conciliation and Arbitration Service (ACAS), ensuring full compliance with legal obligations (ACAS, 2023).
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- ADNOC success owing to remodelling of PS&M strategy, confident and capacity of spare parts sourcing, talent management and staff competency
- Improved relations with entire stakeholders (as explained in stakeholders matrix) improving overall organisation operations. 3-D printing would be an improvement from the current iSourcing hence success in technical and commercial-based evaluation
- Enhance an improvement and robust system and policy development to manage any potential gap in PS&M transformation
- Today, lower than 10% of ADNOC PS&M would be aligned to implementation of 3D printing and other modernisation strategies appropriate for the organisation
- Ensure development of new systems and policies which are appropriate for enhancing the current and future implementation of 3D printing and more modernised systems as a progress of their modernisation
- There is a necessity for successfully adopting 3D printing starting with their spare parts sourcing
- By collaborating with UAE government which owns 70% of the ADNOC shares, more revenues would be provided for the organisation successful operations.
- ADNOC engaging all the stakeholders holistically by understanding their interests and expectations
- There is a need to collaborate with government in UAE and other regulators for the sake of improving the suppliers relations
- By collaborating with institutions, they would successfully offer employees learning opportunities
- Adoption of strategic sourcing as part of ADNOC sourcing of 3D printing in spare parts sourcing